Hello friends,
I am from Mumbai, working in a leading FMCG company. I am only 15 months old in HR and I have the following doubt: Can any one of you give me an example of the Johari Window? Can it be applied to an organization or an individual? Why does one need the Johari Window exercise and when?
From India, Mumbai
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I am from Mumbai, working in a leading FMCG company. I am only 15 months old in HR and I have the following doubt: Can any one of you give me an example of the Johari Window? Can it be applied to an organization or an individual? Why does one need the Johari Window exercise and when?
From India, Mumbai
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Hi Reena!
Maybe the attached PowerPoint presentation can give you basic information about the Johari Window. I have used this PPT when I conducted a training program in our organization. Since it provides basic information, you can add more details for each window to make it more interesting. I can provide you with the details for each window if required.
For any queries, revert back.
Regards, Shailendra
From India, Pune
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39Maybe the attached PowerPoint presentation can give you basic information about the Johari Window. I have used this PPT when I conducted a training program in our organization. Since it provides basic information, you can add more details for each window to make it more interesting. I can provide you with the details for each window if required.
For any queries, revert back.
Regards, Shailendra
From India, Pune
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Hi Sudhir,
My question is how to apply this practically with an example. I have gone through the sites that explain the concept. I understand it. But in the future, where can I apply it in my organization? When, how, and why?
Regards,
Reena
From India, Mumbai
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My question is how to apply this practically with an example. I have gone through the sites that explain the concept. I understand it. But in the future, where can I apply it in my organization? When, how, and why?
Regards,
Reena
From India, Mumbai
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Thanks, Sudhir,
But my question is how to apply this practically with an example. I have gone through the sites which explain the concept. I understand it. But in the future, where can I apply it in my organization, when, how, and why?
Regards,
Reena
Erm... you can apply it in team-building training if you need to identify your staff's attitude and behavior. Based on Johari's window, what we need to know is "what if someone knew about us that we don't know." In that quadrant, split your trainees into small groups, then they have to fill all 4 quadrants and let them share it with the other members of the group.
From Malaysia, Kajang
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But my question is how to apply this practically with an example. I have gone through the sites which explain the concept. I understand it. But in the future, where can I apply it in my organization, when, how, and why?
Regards,
Reena
Erm... you can apply it in team-building training if you need to identify your staff's attitude and behavior. Based on Johari's window, what we need to know is "what if someone knew about us that we don't know." In that quadrant, split your trainees into small groups, then they have to fill all 4 quadrants and let them share it with the other members of the group.
From Malaysia, Kajang
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Dear Reena,
I am attaching another file for your reference. Let me share my own experience: when I tried to implement this concept in our organization, I used techniques like role-playing, individual presentation skills, some management games, observations, counseling, etc. There are no specific techniques by which it can be used and implemented in the organization. You have to develop your techniques considering organizational culture and the attitude of people. Also, there is no specific result as such for teamwork. (Of course, this is my observation and experience). It is more oriented towards individual development. Hence, I suggest counseling, feedback, and your personal discussion with individual employees to build rapport with them, which can be helpful in the implementation of this concept at your end. I am attaching the information file taken from the same website www.businessballs.com. Thanks to Sudhir also for providing more inputs.
Regards, Shailendra
From India, Pune
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I am attaching another file for your reference. Let me share my own experience: when I tried to implement this concept in our organization, I used techniques like role-playing, individual presentation skills, some management games, observations, counseling, etc. There are no specific techniques by which it can be used and implemented in the organization. You have to develop your techniques considering organizational culture and the attitude of people. Also, there is no specific result as such for teamwork. (Of course, this is my observation and experience). It is more oriented towards individual development. Hence, I suggest counseling, feedback, and your personal discussion with individual employees to build rapport with them, which can be helpful in the implementation of this concept at your end. I am attaching the information file taken from the same website www.businessballs.com. Thanks to Sudhir also for providing more inputs.
Regards, Shailendra
From India, Pune
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Hi there,
Maybe this document can help you. It has examples along with the Johari Window table that you can use. I hope it solves your purpose. If it doesn't, please let me know, and we can discuss it further.
Arpita
From India, Delhi
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Maybe this document can help you. It has examples along with the Johari Window table that you can use. I hope it solves your purpose. If it doesn't, please let me know, and we can discuss it further.
Arpita
From India, Delhi
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Dear Reena,
You can take a simple activity wherein you make a group of 3-4 people. Initially, let them write what they know about themselves. Then, let other people write about each other in the group. Finally, correlate this example with the window panes of Johari. Generally, people end up knowing something different from what they think.
Saurabh
From India, Mumbai
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You can take a simple activity wherein you make a group of 3-4 people. Initially, let them write what they know about themselves. Then, let other people write about each other in the group. Finally, correlate this example with the window panes of Johari. Generally, people end up knowing something different from what they think.
Saurabh
From India, Mumbai
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Hi Reena, Greetings. Attaching the document of Johari window. Warm Regards Laxman
From India, Pune
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From India, Pune
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Dear Shailendra, Sudirman, Reena, and all,
I have read all the materials on the Johari Window posted here and I need some clarifications regarding this. Please help me to solve it.
1. Where should this model be applied? Every company has learned managers and experienced (but less literate) workers. Should we apply this model only to learned persons or to anyone? This question may seem silly because I experienced a situation where I was trying to gather Training Needs Analysis (TNA) from experienced workers, but no one supported. They all claimed to know everything and therefore did not need training. I did not receive any input from them. Hence, I am asking whether this model can be applied to workers. If yes, how should we proceed if the situation is similar to what I faced when trying to get TNA?
2. Feedback solicitation - Can it be about a person's personal traits? For example, suppose one of the team members is given a task. He is an efficient person but, for some inexplicable reasons, he keeps procrastinating on the task. In such situations, can we provide honest feedback to him? Although he is capable and likely to finish the job at the last minute, the person who assigned the task may be anxious about whether he will complete it or not. So, in such cases, can we provide negative (yet true) feedback to him?
Thanks with cheers,
Rajkumar 😊
From Vietnam, Long Xuyęn
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I have read all the materials on the Johari Window posted here and I need some clarifications regarding this. Please help me to solve it.
1. Where should this model be applied? Every company has learned managers and experienced (but less literate) workers. Should we apply this model only to learned persons or to anyone? This question may seem silly because I experienced a situation where I was trying to gather Training Needs Analysis (TNA) from experienced workers, but no one supported. They all claimed to know everything and therefore did not need training. I did not receive any input from them. Hence, I am asking whether this model can be applied to workers. If yes, how should we proceed if the situation is similar to what I faced when trying to get TNA?
2. Feedback solicitation - Can it be about a person's personal traits? For example, suppose one of the team members is given a task. He is an efficient person but, for some inexplicable reasons, he keeps procrastinating on the task. In such situations, can we provide honest feedback to him? Although he is capable and likely to finish the job at the last minute, the person who assigned the task may be anxious about whether he will complete it or not. So, in such cases, can we provide negative (yet true) feedback to him?
Thanks with cheers,
Rajkumar 😊
From Vietnam, Long Xuyęn
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Friends,
Can anyone provide real-time examples of the four quadrants of the Johari Window? For example, the color of our hair falls under the ARENA quadrant, and the pain of a wound in our hand falls under the FACADE quadrant. Similar examples related to industrial personnel would be appreciated.
Cheers :D
From Vietnam, Long Xuyęn
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Can anyone provide real-time examples of the four quadrants of the Johari Window? For example, the color of our hair falls under the ARENA quadrant, and the pain of a wound in our hand falls under the FACADE quadrant. Similar examples related to industrial personnel would be appreciated.
Cheers :D
From Vietnam, Long Xuyęn
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Dear Rajkumar,
Considering my experience in this field, my observations / suggestions about your post are as under: - :arrow:
Point 1: - Most of the people are afraid to expose themselves to others. Also Johari window or competency mapping or any other else can be best suitable for matured people and not necessary to all whoever is experienced or educated. Even people who show enthusiasm to change and personal development, do wish that the concept under implementation shall be used for someone else (mostly their BOSS) first and then used for them.
I have seen the first comment of workers or even engineers is that “I know this, but it is useful for Mr. XX” (Mostly immediate supervisor). It is not necessary to take TNA for every individual employee unless the training programs demands for it.
Point 2: - Most of people are under impression that they are giving positive or negative feedback. But I DO NOT BELIEVE IN IT, ACCORDING TO ME, THERE IS NO SUCH POSITIVE OR NEGATIVE FEEDBACK PROCESS. :shock: :shock: :shock:
It is in our mind that if we are giving some good news or compliment, we are giving positive feedback. And if we are calling employee for some isolated room for serious discussions then we are giving negative feedback.
In the example given by, if the manager or HR ~ representative believes that they are going to negative feedback, then certainly they exhibit seriousness IN THEIR ‘WALK AND TALK' and ultimately ask the person to defend himself and behave adamantly. The manager has to open ‘hidden' window and tell the employee what he is going to miss in future if he continues to behave like this way. It totally depends on communication and presentation skills of manager. :twisted:
Hope this will at least resolve some problems… :roll:
Feel free to contact for further queries… :roll:
I do not know anything about your second post about specific industrial personnel example, BUT if you have / get something on it, requesting you forward it to me also.
Regards,
Shailendra
From India, Pune
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Considering my experience in this field, my observations / suggestions about your post are as under: - :arrow:
Point 1: - Most of the people are afraid to expose themselves to others. Also Johari window or competency mapping or any other else can be best suitable for matured people and not necessary to all whoever is experienced or educated. Even people who show enthusiasm to change and personal development, do wish that the concept under implementation shall be used for someone else (mostly their BOSS) first and then used for them.
I have seen the first comment of workers or even engineers is that “I know this, but it is useful for Mr. XX” (Mostly immediate supervisor). It is not necessary to take TNA for every individual employee unless the training programs demands for it.
Point 2: - Most of people are under impression that they are giving positive or negative feedback. But I DO NOT BELIEVE IN IT, ACCORDING TO ME, THERE IS NO SUCH POSITIVE OR NEGATIVE FEEDBACK PROCESS. :shock: :shock: :shock:
It is in our mind that if we are giving some good news or compliment, we are giving positive feedback. And if we are calling employee for some isolated room for serious discussions then we are giving negative feedback.
In the example given by, if the manager or HR ~ representative believes that they are going to negative feedback, then certainly they exhibit seriousness IN THEIR ‘WALK AND TALK' and ultimately ask the person to defend himself and behave adamantly. The manager has to open ‘hidden' window and tell the employee what he is going to miss in future if he continues to behave like this way. It totally depends on communication and presentation skills of manager. :twisted:
Hope this will at least resolve some problems… :roll:
Feel free to contact for further queries… :roll:
I do not know anything about your second post about specific industrial personnel example, BUT if you have / get something on it, requesting you forward it to me also.
Regards,
Shailendra
From India, Pune
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Dear Shailendra,
Thanks for your suggestions. As you said, there is nothing called positive feedback or negative feedback. It all depends on the perspective from which we perceive it. Even negative feedback can be interpreted as positive. Thanks again.
Today, I presented JW to my fellow colleagues, and everyone was interested in using this model. However, some managers in their 50s seem irresponsible in their work, possibly due to their seniority. They fear that if their blind spots are revealed by colleagues, they might face indirect punishment. How can this be resolved? Any ideas?
Regarding real-time examples of JW, if I come across any materials, I'll post them in the forum for everyone's benefit.
Divya, thanks for your inputs.
Cheers :D
From Vietnam, Long Xuyęn
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Thanks for your suggestions. As you said, there is nothing called positive feedback or negative feedback. It all depends on the perspective from which we perceive it. Even negative feedback can be interpreted as positive. Thanks again.
Today, I presented JW to my fellow colleagues, and everyone was interested in using this model. However, some managers in their 50s seem irresponsible in their work, possibly due to their seniority. They fear that if their blind spots are revealed by colleagues, they might face indirect punishment. How can this be resolved? Any ideas?
Regarding real-time examples of JW, if I come across any materials, I'll post them in the forum for everyone's benefit.
Divya, thanks for your inputs.
Cheers :D
From Vietnam, Long Xuyęn
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Dear Rajkumar,
Basic tips regarding your problem are provided herewith for your use.
Such problems are faced by most organizations. One or two individuals of such kind may be present in it. In my organization, we also faced these problems, not with one but with five people. We never immediately started appreciating those people. Our steps were as follows:
1. We initiated daily interactions lasting 5 to 20 minutes regarding their work/job.
2. Gradually, we introduced subjects they liked the most (e.g., their hobbies, subjects related to their work such as finance for finance professionals, etc.). Once this information sharing commenced, these individuals also became slightly interested in the communication process. They acknowledged that others in the same organization had information too. This helped the HR department build rapport with them, and they realized that HR also thought along the same lines.
3. Subsequently, we began sharing information about their family background.
4. We then started giving compliments (do not confuse this with recognition) about their work/job (and not about their hobbies). This step is crucial. Proceed with caution at this stage.
5. Later, we started inviting these individuals to weekly social gatherings. Every Saturday, we spent a minimum of 1 hour with all our employees.
6. After assessing their interest and attendance at such meetings, we began providing appreciation in these programs for their work-related habits. For instance, if they consistently arrived on time, we awarded them the Most Punctual title.
7. Following this, they became more interested and began asking us questions about other good employees. They also participated in presenting at the weekly meetings. Communication flows reversed.
8. Observing their interest, attendance, and enthusiasm over a year, we recognized their work and hobbies too.
I hope this process helps. Let me know if you plan to implement it and need further guidance.
Regards,
Shailendra
From India, Pune
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Basic tips regarding your problem are provided herewith for your use.
Such problems are faced by most organizations. One or two individuals of such kind may be present in it. In my organization, we also faced these problems, not with one but with five people. We never immediately started appreciating those people. Our steps were as follows:
1. We initiated daily interactions lasting 5 to 20 minutes regarding their work/job.
2. Gradually, we introduced subjects they liked the most (e.g., their hobbies, subjects related to their work such as finance for finance professionals, etc.). Once this information sharing commenced, these individuals also became slightly interested in the communication process. They acknowledged that others in the same organization had information too. This helped the HR department build rapport with them, and they realized that HR also thought along the same lines.
3. Subsequently, we began sharing information about their family background.
4. We then started giving compliments (do not confuse this with recognition) about their work/job (and not about their hobbies). This step is crucial. Proceed with caution at this stage.
5. Later, we started inviting these individuals to weekly social gatherings. Every Saturday, we spent a minimum of 1 hour with all our employees.
6. After assessing their interest and attendance at such meetings, we began providing appreciation in these programs for their work-related habits. For instance, if they consistently arrived on time, we awarded them the Most Punctual title.
7. Following this, they became more interested and began asking us questions about other good employees. They also participated in presenting at the weekly meetings. Communication flows reversed.
8. Observing their interest, attendance, and enthusiasm over a year, we recognized their work and hobbies too.
I hope this process helps. Let me know if you plan to implement it and need further guidance.
Regards,
Shailendra
From India, Pune
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Dear Shailendra,
You can select up to six personality traits and save them. You will receive a link that you can circulate to your friends. Your friends can choose the most appropriate personality traits that they feel would describe you. You can then check out all four panes of your Johari with the link. :)
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You can select up to six personality traits and save them. You will receive a link that you can circulate to your friends. Your friends can choose the most appropriate personality traits that they feel would describe you. You can then check out all four panes of your Johari with the link. :)
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Hope the tool is helpful to all. It is designed freshly and needs some modifications and, of course, validation too. I have created the tool for shop floor people, and hence, the activity would be at that level. I would appreciate it if you could give me feedback on the tool.
Regards, Dr. Kavita Shanmughan
From India, Madras
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Regards, Dr. Kavita Shanmughan
From India, Madras
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INDUCTION & TRAINING FEEDBACK FORM1.xls
Johari Window.pdf
The Johari window.ppt